So here's a story about a year old nurse and the new nursing director for the unit.
I was asked to go to a "brown bag" lunch to discuss floor affairs with the Vice-President of nursing for the hospital. I was not the only one asked but the only one from my floor that got to go. Excited for the opportunity I spent a little over a week interviewing my co-workers (techs and other RNs both day and night shift) to see what issues they would like addressed. I went to said lunch with my list and brought them up to the Vice-President who inturn sent them to my Nursing Director. The Director sent out one of those massive replys that took up a bunch of paper but didn't actually answer any of the questions. I really hate that. So I sent her an email stating that I did not think the Vice-President relayed the message in it's totallity and that I would love to discuss the issues with her. The very next morning she came to the floor and spent two hours with me saying pretty words that actually had no value. I REALLY hate that. Is it so hard to answer "yes, no, we are working on that" ? I also brought up the staffing ratio on days, becasue it is a problem and I don't even work days and I know it is a problem. She proceeded to tell me she didn't see a problem with the ratios.
(5:1 days and nights on a telemetry/cardiac step down unit. Not to mention that when low census occurs days are generally stuck doing total care of 4 pts with no tech or secretary. That is normal for nights, but not for days. It is stupid. How can one nurse put in orders, bath and walk post CABG pts, pass meds, do all the paper work (no we don't have computers), watch the monitors, and make sure that the patient is satisfied with the care?!) So I told my Director that maybe it is the way the nurses on days are delegating tasks and organizing their day. Maybe she would be willing to work a couple of day shifts and see how the nurses can improve so they don't feel so hung out to dry? She skirted that response. I tell the dayshift of my meeting (because remember these were a list of everyone's concerns, not just mine).
A few weeks later I get an email from my Director sayin that she has heard that I did not feel our meeting went well, and while that was fine, even though she truly was honest and sincere, she will not put up with me saying malicious things about her. Furthermore if I don't like how my hospital is run than I can transfer somewhere else and if I have any other problems with her then I can bring them up with her.
Well now I'm upset and ****** off. So I respond to her email saying that I first of all cannot defend my self to her against a rumor someone else told her. Second, I like my job and care about it a great deal otherwise I would have not come to her with the concerns I had in the first place. Lastly, if I were afraid to talk with her I wouldn't have written her about the email that responded to the concerns I brought up with the Vice president.
Now I'm afraid I'm going to lose my job. I also don't understand why, if she felt this way, she didn't come to me in person with the accusations. And I don't feel like the concerns I have are frivilous. I can understand if there is no budget to change, or she doesn't think a change will be beneficial, but why can't she just say that plainly if that were the case? I'm so frustrated and sad. What did I do?
Specializes in M/S, MICU, CVICU, SICU, ER, Trauma, NICU.
Please don't put yourself in a position to be the spokesperson for the group because that is a set up. I guarantee you that if you do and the manager sits down with them to ask them specific questions they will flat deny that they ever asked you to speak on their behalf. The best thing to do is lay low, do your job and just hope that either you get a new manager or you find a job that you like better.
This is true. I am a very vocal person. Many of my co-workers approach me all the time and expect me to speak up. I tell them, "we can do this together." They nod, and when it comes right down to it. They SHUT UP.
I have found that focusing on something like a core measure, a JCAHO initiative, or some safety issue that MUST BE FIXED is the best way to go. Otherwise, we all work around other "things". If you feel that safety is a big problem, and you document, they are obligated to fix it. No matter how much they want to forget it. It's a mandate. They cannot label you a trouble maker if you have evidenced based stuff. That's reality.
As far as my co-workers, I tell them all the time, "YOU guys go to management with YOUR issues; otherwise, leave me out of it."
EVERYTHING IS WONDERFUL AND THERE ARE NO ISSUES ANYWHERE.
It's like playing telephone. I once said, in a department-wide when I was in systems, that we were having trouble staying connected to the mainframe. That was translated into, "Susan from x group says that no one can get onto the system and tech support refuses to help."
EVERYTHING IS WONDERFUL AND THERE ARE NO ISSUES ANYWHERE.
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Please, please learn this. The saying that "No good deed goes unpunished" also comes to mind. I have also gone to these type of meetings. My co-workers always look sideways at me, to see if I opened my mouth. I am getting better at smiling and nodding aimlessly like the moron we are all meant to be.
What did I do?
PostOpPrincess, BSN, RN
2,211 Posts
Please don't put yourself in a position to be the spokesperson for the group because that is a set up. I guarantee you that if you do and the manager sits down with them to ask them specific questions they will flat deny that they ever asked you to speak on their behalf. The best thing to do is lay low, do your job and just hope that either you get a new manager or you find a job that you like better.
This is true. I am a very vocal person. Many of my co-workers approach me all the time and expect me to speak up. I tell them, "we can do this together." They nod, and when it comes right down to it. They SHUT UP.
I have found that focusing on something like a core measure, a JCAHO initiative, or some safety issue that MUST BE FIXED is the best way to go. Otherwise, we all work around other "things". If you feel that safety is a big problem, and you document, they are obligated to fix it. No matter how much they want to forget it. It's a mandate. They cannot label you a trouble maker if you have evidenced based stuff. That's reality.
As far as my co-workers, I tell them all the time, "YOU guys go to management with YOUR issues; otherwise, leave me out of it."